Joe Kern, SRF Consulting Group Bob Bourne, Bourne Transit Consulting - PowerPoint PPT Presentation

1 Joe Kern, SRF Consulting Group Bob Bourne, Bourne Transit Consulting May 4, 2012

2 • Determine how well current fixed route services meet local needs • Identify opportunities for improvement • Test forward-looking scenarios to gauge impacts • Design and evaluate regional service concepts

3 • 14 daytime routes, 4 night routes o Operate 6:00 a.m. – 11:00 p.m. • Weekend service also available • 1.1 million service miles per year • 1.5 million passengers per year • $7.2 million annual operating cost • $1.0 million annual passenger revenue • ACCESS service for disabled passengers

4 • 22% < 25 years old • 6% > 65 years old • 53% Male • 60% Earn less than $15,000 per year • 68% Ride every day • 29% Have been riding < 1 year • 37% Going to/from work • 72% Have no car available/can’t drive • 82% Have their travel needs met via CU Transit • 87% Satisfied with service

5 Performance Measures Rating Note Service Coverage B/C 79% coverage 30 minute peak Service Frequency D/E 60 minute off-peak Transit vs. Auto Travel Time C 18 minute difference Service Span B 17 hours per day On-Time Performance B 94% on-time

6 Category Performance Measure Peer Average CU Transit Cost Effectiveness Operating Expense per Passenger $4.12 $4.70 Service Efficiency Operating Expense per Revenue Hour $72.00 $89.57 Service Effectiveness Passengers per Revenue Hour 19 19 Passengers per Capita 13.4 9.4 Market Penetration Revenue Hours per Capita 0.7 0.5 Passenger Revenue Passenger Revenue per Passenger $0.64 $0.59 Effectiveness Passenger Revenue per Operating Expense 18% 13% = Better than peer average = Worse than peer average, but within acceptable range = Worse than peer average and outside of acceptable range

7 • System generally works well • CU management & drivers work together to fine- tune routes • 3 pulse points used • Reasonable level of route coverage • Adequate operational policies in place • Different shape north & south • 60% of current customers transfer between routes

8 Weekday Daytime Routes

9 Night and Weekend Routes

10 Strengths • Good residential coverage • Use low-volume streets • Good sidewalk infrastructure • High transit dependent population Weaknesses • Long travel time on some routes • Lack of bi-directional travel • 60 minute intervals • 4, 8, 10, & 15 are weakest routes

11 Advantages: Combines 2 weak routes and offers convenient access to transfer center

12 Advantages: Combines 2 weak routes and offers convenient access to transfer center

13 Advantages: Provides crosstown east-west route on north end

14 Strengths • Fast travel times • Routes aligned with high-use travel corridors • High job densities • Good shelter & bench density Weaknesses • Schedule adherence problems in p.m. • Weak sidewalk infrastructure far south • Turnouts can delay bus flow • Dangerous pedestrian crossings

15 • 877 stops in system o Most stops marked o Spacing on some routes exceeds standards o “Trapped” by traffic at some locations o Some stops not optimally located • 88 shelters in system o 10% shelter deployment higher than peers o Bench & shelter maintenance program should be reviewed

16 • Uses 30-foot bus as main fleet • 20 peak, 5 spares • High average age (11.8 years) • Future buses should be 35-foot o Wheelchair ramps at both doors o Rear roof-mounted flashers o AVL & APC • Advertising wrap restrictions o 50-60% limit • Transit Signal Priority (TSP) - Study

17 • Print media difficult to use • Electronic media pretty good • Future markets o Workers o 65 and over o College students  Unlimited Access Program

18 • Level I: Improve reliability • Level II: Improve frequency (step 1) • Level III: Expand east-west options on far south side • Level IV: Additional frequency improvements Limited Stop Service • Level V: 15 minute frequency ½ mile spacing

19 • Focus on improving reliability of existing system • Add “shared” bus on Route 7 & 12 during p.m. • Add bus to Route 5 • Extend cycle time on 1/7 & 2/12 to 120 minutes • Sunday/evenings: Split route 25 into 2 routes • Add garage supervisor to cover hours • Add mobile supervisor to deal with late buses

20 • No change in service area coverage (79%) • 10% increase in service hours • 2% increase in passengers • 10% increase in O&M costs • $800,000 capital cost  Corrects current reliability issues and positions system for growth

21 • Change to 20 minute peak / 30 minute off-peak frequency on best routes: 1/7, 2/12, 5, 6, 14 • Change to 30 minute all day frequency on 9, 4/10 • Change to 30 minute Saturday service on best routes • 8 buses required (7 operation, 1 spare)

22 • No change in service area coverage (79%) • 34% increase in service hours (over base) • 13% increase in passengers (much greater potential) • 34% increase in O&M costs • $3.2 million capital cost  Outstanding prospects for ridership growth; other communities have responded favorably to frequency changes

23 • Expand coverage to 82% • Split Route 11 into 11 and new 16; operate both at 30 minute frequency • Add Route 17 – Walnut Lawn • Add Route 18 – Far South

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26 • 10 new buses required (8 operation, 2 spare) o 6 large, 4 mini • 70% increase in service hours (over base) • 33% increase in passengers (conservative estimate) • 70% increase in O&M costs • $2.3 million capital cost  Establishes new level of neighborhood circulators, strengthens east-west network

27 • Change to 30 minute frequency on remaining system o Weekdays on Routes 8/13, 8/15 o Evenings and Sundays on Routes 5, 12, 22, 26, 27 • Add Limited Stop service as overlay on Routes 5, 7, 12 at 30 minute frequency • No change in area coverage

28 Limited Stop Routes highlighted in gold

29 • 12 new buses required (10 operation, 2 spare) • Facility capacity reached – Study • 106% increase in service hours (over base) • 62% increase in passengers (conservative estimate) • 106% increase in O&M cost • $4.8 million capital cost  Total system operating at upgraded frequency, good cross-community service pattern, new limited-stop concept introduced

30 • Change all route frequencies to 15 minutes during peak, 30 minutes during off-peak • Fill in any remaining gaps in network to provide approximately ½-mile spacing between routes o Add Route 19 – Seminole o Add Route 20/21 – Bennett/Grand

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33 Level V Weekday System Map

34 • 41 new buses required (if Level IV Limited Stop not implemented) • 188% increase in service hours (over base) • 100% increase in passengers (very conservative) • 188% increase in O&M cost • $9.7 million capital cost  This grid-like network and frequency would be a model service level for this size community

35 Existing Level I Level II Level III Level IV Level V 20 22 29 37 47 76 Peak Buses 5 5 6 8 10 15 Spare Buses Total Buses 25 27 35 45 57 91 Service Hours 72,644 79,983 97,397 123,722 149,287 220,494 $6,537,915 $7,406,470 $8,765,685 $11,134,935 $13,435,785 $19,844,460 Operational Cost Capital Cost - $920,000 $3,200,000 $2,320,000 $4,800,000 $9,680,000 Annual Ridership 1,480,769 1,505,460 1,676,520 1,969,015 2,391,761 2,963,146 * Model estimate for measuring baseline service. Performance Measure Existing Level I Level II Level III Level IV Level V Op. Expense per Passenger $4.70 $4.78 $5.23 $5.66 $5.62 $6.70 Op. Expense per Service Hour $89.57 $90.00* $90.00* $90.00* $90.00* $90.00* Passengers per Service Hour 19.0 18.8 17.2 15.9 16.0 13.4 Passengers per Capita 9.4 9.4 10.5 12.3 15.0 18.6 Service Hours per Capita 0.5 0.5 0.6 0.8 0.9 1.4 Pass. Rev. per Passenger $0.59 $0.59* $0.59* $0.59* $0.59* $0.59* Pass. Rev. per Op. Expense 13.0% 12.3% 11.3% 10.4% 10.5% 8.8% = Better than peer average = Worse than peer average, but within acceptable range = Worse than peer average and outside of acceptable range * = Assumed Value based on existing conditions

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37 Workers Commuting to % of Population Commuting Travel Time Population 1 City Springfield 2 to Springfield (min) 3 Ash Grove 1,472 235 16% 34 Battlefield 5,590 1,849 33% 22 Branson 10,520 357 3% 54 Fair Grove 1,393 238 17% 28 Nixa 19,022 4,934 26% 24 Ozark 17,820 3,939 22% 28 Republic 14,751 3,486 24% 27 Rogersville 3,073 108 4% 30 Strafford 2,358 385 16% 23 Walnut Grove 665 86 13% 36 Willard 5,288 1,151 22% 24 1 US Decennial Census, 2010 2 LEHD, 2009 3 Generated using Google Maps route planner

38 Run-Through Feeder to Trunk Trunk Feeders

39 • Utilize Limited Stop distribution service along National Avenue • Feed regional services to Cox South and Park Central Station • Inbound – morning peak; Outbound – afternoon peak • “Time” regional arrivals to Park Central pulse – may not be ideal for all shift times at major employers • Estimate ridership at 2-3% of workers commuting • Assess sensitivity to fuel price • Estimate costs for years 1, 5, and 10 • Passenger revenue set at $0.10 per mile